Those that last for generations prioritize long-term mindset.
COVER STORY | LOCAL PROFILE 5 BEYOND BUSINESS
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The powerful force of family owned firms. ICONS OF INDUSTRY | Q & A 12
MBA Icon of Industry Nick Scott Sr. , president and CEO of family owned Scott Enterprises, reflects on his vision and passion for shaping the hospitality business in Northwestern PA and Western New York, and what he’s working on now.
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Feature Photography Ehrman’s Allburn Florist DBC Remodeling & Construction Filtech JV Manufacturing Red Letter Hospitality Matt Zimmerman
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Family Businesses Show Success Takes Time Those That Last for Generations Often Prioritize Long-Term Mindset
When you think of generational success, family businesses often come to mind — and for good reason. Many of these companies aren’t just about making money; they’re about building something that lasts, often over decades. From corner stores to global brands, many family businesses prove that long-term thinking and deep personal investment can pay off across generations.
The key for family businesses that last is thinking in the long term. Instead of focusing on short-term profits, they often make decisions that will benefit the company years down the line. According to a 2023 report by PwC, 76 percent of family businesses prioritize legacy and values, not just quarterly earnings. That kind of long-term mindset can lead to more stable growth.
Family businesses also tend to be more loyal to their employees and communities. When people feel like they’re part of a “work family,” they’re more likely to stay — and that leads to better teamwork and less turnover. Research by the Harvard Business Review found that family run firms are often better at weathering tough times, like economic downturns, because they focus on resilience rather than just expansion.
Another big strength is trust. Customers often feel a stronger
connection to family owned companies because they seem more personal and accountable. That reputation takes time to build, but once it’s there, it becomes a real advantage.
Of course, running a business with your relatives isn’t always easy. Differences in opinion can lead to conflict, especially during leadership transitions. But when families take the time to plan carefully — by mentoring younger generations and setting clear rules — they can avoid many of those pitfalls.
Often, family businesses remind us that success doesn’t have to be loud or fast. It can be steady, values-driven and built to last.
In this edition of The MBA Business Magazine, we’ll showcase the unwavering pride of the family businesses in our region. We’ll also hear from MBA Icon of Industry Nick Scott Sr. of Scott Enterprises as he reflects on his family business as well as vision and passion for the hospitality industry.
Don’t miss the Association’s expert articles on managing a multigenerational workforce and training to help boost your organization’s culture, communication and customer service, or our newest Training Catalog highlighting all the upcoming courses available at The MBA!
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Beyond Business: The Powerful Force of Family Owned Firms
Family owned businesses are a powerful force in the American economy.
According to a recent report from the Family Business Alliance, family owned businesses make up around 90 percent of all U.S. businesses and employ more than half of the country’s workforce. That’s a huge percentage, and it speaks to their importance.
As these business owners can attest, it’s not just products and services that make them so unique, but also a blend of vision, values, drive and unwavering pride.
DBC Remodeling & Construction, owned by Doug and Andrea Bierer of Millcreek Township, has been providing professional remodeling services in the tri-state region since 2007. Doug leads the construction side of the business, while Andrea is the director of marketing. The couple and their DBC crew have accomplished a lot over nearly two decades in operation.
“We’re incredibly proud to see our company vision coming to life — creating a business where our clients, our team members and God are honored, and where joy is woven into every step of the home improvement journey,” explains Doug Bierer. “Watching lives improve — on job sites, in homes and within our team — is the most fulfilling part of what we do.”
For family businesses, innovation also plays a critical role in long-term success. A 2022 study by the U.S. Chamber of Commerce found that family businesses were 25 percent more likely to introduce new products or services, which is often attributed to a sense of ownership and accountability family members feel for their business.
Since 1975, for instance,
the family owned JV Manufacturing Co., Inc. has been producing “the better carbide dies” out of its facility in Natrona Heights, Pennsylvania. “We are proud of continuing our founder John Vecchi’s legacy that was built on the foundation of safety, quality, family, commitment and innovation,” according to owners Ryan and Melissa Vecchi. “We’ve grown within the tool and die industry, but our values have never changed. What truly sets us apart is how we combine craftmanship, skills and precision with forward-thinking technology to deliver smarter and stronger solutions for American manufacturing.”
For the Vecchis, JV Manufacturing’s team isn’t just a workforce, they are a part of the family. “Together, we’re proud to be building better manufacturing solutions right here in Natrona Heights, rooted in quality and driven by purpose.”
Many family businesses also share deeprooted connections with their work families and their local communities.
At Filtech Inc. in Munhall, Pennsylvania, near Pittsburgh, family is at the core of everything the company does. The filtration specialist company was founded by Harry Elinsky Sr. in 1969.
“We treat every team member — and their families — as part of our own. We take great pride in the strong family culture we’ve built, staying true to our values while fostering trust, loyalty and lasting relationships with both our team members and customers,” says Filtech’s Operations Manager Maggie Elinsky. “Our strong family dynamic has not only shaped our workplace, but also strengthened our commitment to long-term growth and stability.”
“Working alongside family has deepened our bonds and reinforced the values that define us,” says Elinsky. “We’re proud to carry on the Filtech legacy and continue building a business that honors our past while paving the way for future generations.”
Another example of such pride is longtime floral shop Ehrman’s Allburn Florist in Erie. The shop is owned by Christopher J. Ehrman and his sister Melissa Roberts, who inherited the business from their father, John. The Allburn family started the business 125 years ago.
“I’m proud of the opportunity to work with my parents, sister, wife, sons, niece and nephew over the years, along with our team, who feel like family,” explains Ehrman.
For generations, Allburn’s products and services have become an important part of events and special occasions, from birthdays and weddings to funerals and celebrations of life. “It is an honor to serve the families of Erie in both happy and sad times,” says Ehrman.
The owners of HRI Commercial Food Service & Red Letter Hospitality (Skunk & Goat Tavern and The Cork) are also a multi-generational entrepreneurial family in northwest Pennsylvania. “As a parent, it’s a dream come to work alongside our children and watch them grow and make a difference in our community,” explains owner Billy Lewis. “Without them and our employees, both HRI Commercial Food Service & Red Letter Hospitality, would not be where we are today.”
Lewis is equally proud of the businesses that the family has owned in the past and being part of the revitalization that is moving the area forward. “We love the renaissance that is currently going on in Erie, and we remain focused on doing our part in making the best it can be!”
Celebrating its 125th anniversary in 2025, Ehrman’s Allburn Florist in Erie, Pennsylvania, stands as a testament to resilience, adaptability and community spirit. Since its founding in 1900, the business has not only survived but thrived through some of the most challenging times in American history — two World Wars, the Great Depression and, recently, the pandemic. Its enduring success can be attributed to quality, service, hard work and a connection to the Erie community.
DEEPLY ROOTED IN THE REGION
Allburn, when founded at the beginning of the 20th century, started as a greenhouse grower of peppers and tomatoes. This was at a time before the interstate highway system and refrigerated trucks. Allburn saw a need in the evolving and growing City of Erie, with its expanding manufacturing sector.
Allburn continued its evolution by next adding potted plants and cut flowers to its inventory of products offered. As with produce, flowers needed to be sourced locally at the beginning of the 20th century. From there, the next natural progression was to move fully into the florist business.
Over the years, Allburn Florist has served in Erie in multiple locations. The Greenhouse was located off of Schaper Avenue on the border of west Erie and
Ehrman’s Allburn Florist 1620 West 8th Street Erie, PA 16505
Phone: 814/456-6211 allburnflorist.com
Ehrman’s Allburn Florist: A Family Business in Full Bloom
Millcreek Township. One of the first flower shop locations was on Parade Street, when it was the hub of Erie. Additional locations included a store just outside of the Boston Store, satellite stores by the Erie Cemetery, one off Washington Avenue and its current location at 8th and Mohawk Streets, which was opened in the mid-1950s.
John Ehrman began working for Allburn as a young florist in the early 1960s in its Boston Store location. He then moved to the West 8th Street location where he became the store’s head designer and creative talent. With John’s flair for design, Allburn Florist continued to grow and flourish, adding event work to its catalog of offerings. In the mid-80s, John and his wife Carolyn bought the floral business from the Allburn family. In the 1990s, with both their son Chris and daughter Melissa now working in the business, the flower shop was expanded. A new design room was built and the showroom was more than doubled, making Allburn one of the largest florists in the state of Pennsylvania. Recently, Allburn installed a large walk in cooler to facilitate both event and holiday work. Additionally, the florist has an offsite 7,500-square-foot warehouse that houses its wedding, event and holiday décor. The facility also functions as additional design space for seasonal and event work.
The brother and sister team of Chris Erman and Melissa Roberts continues to run the flower shop. Over the years, their brother Eric, along with Chris’ sons Nathan and Matthew, and Melissa’s children Lannie, Alex, Emily and Timmy, have worked there. Chris’s wife can be seen at the store on Saturdays too.
Allburn is thankful for all of the creative and customer-centered employees it has had over the years. They have been and continue to be the store’s extended family.
125 YEARS AND BEYOND
As Allburn Florist celebrates its 125th anniversary, it reflects on the rich history that has shaped it into the business it is today. From humble beginnings, the leadership at Allburn has been adaptive and flexible. It is committed to maintaining the high standards of quality and design set by John Ehrman.
Looking ahead, the future of Allburn Florist is bright. With an unwavering commitment to the Erie community, a passion for floral artistry and a deep-rooted legacy of service, Allburn continues to be a symbol of resilience and tradition. As it celebrates the remarkable milestone, it does so just not as a business but as an integral part of the city’s fabric. It is a legacy that will continue to bloom for generations!
Ehrman’s Allburn Florist is located at 1620 West 8th Street in Erie, Pennsylvania.
Ehrman’s Allburn Florist has been a part of the Erie community for generations.From left are: Melissa Ehrman Roberts, Carolyn Ehrman, Chris Ehrman (back), John Ehrman, Addie Grace Ehrman and Ben Ehrman.
Ehrman’s
DBC Remodeling & Construction 8391 Wattsburg Road Erie, PA 16509
Phone: 814/572-2760
dbcremodel.com
DBC Remodeling & Construction:
Bringing Honor and Joy to Home Improvement
In a world where remodeling can feel overwhelming, Erie-based DBC Remodeling & Construction is rewriting the script. Founded in 2007 by Doug Bierer, what began as a oneperson startup has grown into a 50-person company that serves Erie, Crawford and Warren Counties in Pennsylvania, Chautauqua County in New York, and — newly expanded —several counties in Ohio. From sunrooms and decks to kitchens, baths, basement finishing and waterproofing, DBC is known not just for what they build — but how they do it.
“We take great pride in making sure the things people can’t see are done just as well as the things they can,” says Doug Bierer, owner of DBC Remodeling & Construction. “Our vision is to bring honor and joy to home improvement — and to the people we serve and work alongside.”
That vision is lived out every day by DBC’s crew, whose work consistently earns glowing 5-star reviews (and sometimes 5+ stars, complete with smiley faces). One recent client even created a custom plaque featuring the names of their remodeling crew and hung it in their newly finished basement — a tribute to how much
the experience meant to their family.
What makes DBC stand out is its deep investment in both clients and team members. “We’re most proud of our people,” Doug says. “We believe in lifelong learning, and we’ve built a workplace where people grow as professionals and as humans. Watching someone develop their craft, buy their first home, or take their first real vacation — it’s deeply rewarding.”
The stories speak for themselves. One remodeling project created a space where adult children could move in and care for a parent with Alzheimer’s — transforming a dark basement into a warm, welcoming place during a difficult season. Another family was so touched by the team that they sent a heartfelt letter to the office. Why? Because two DBC crew members surprised their son with a signed Erie Otters jersey on his birthday. They had quietly coordinated the gift behind the scenes after forming a bond with him over the weeks of remodeling. The office only discovered their kindness when the letter arrived.
“It’s not about the drywall or the tile,” Doug reflects. “It’s about
improving the way people gather, connect and live together.”
That’s why DBC’s projects so often become part of life’s biggest milestones — like the first Thanksgiving hosted in a remodeled kitchen or game nights in a new basement designed for connection.
DBC Remodeling & Construction has earned multiple Awards of Excellence from the Northwestern Pennsylvania Builders Association, but what they value most is trust. With a clean, respectful jobsite culture and a client-first mindset, they’re proving that remodeling doesn’t have to be stressful — it can actually be joyful.
“For us, remodeling means more than construction,” Doug says. “It’s about building the life you want, with the people you care about, in a home that you love.”
Shown here is DBC Remodeling & Construction’s team in Erie. The 50-person company has a deep investment in both its clients and team members.
DBC Remodeling & Construction is located at 8391 Wattsburg Road.
Andrea and Doug Bierer are the proud owners of DBC Remodeling & Construction.
Filtech Inc.
622 William Marks Drive Munhall, PA 15120
Phone: 412/461-1400
Email: filtersales@filtechinc.com filtechinc.com
COMPANY PROFILE
Family Owned Filitration Specialist Has Been an Industry Leader for More Than 50 Years
Filtech Inc., established in 1969 by Harry Elinsky Sr., is a family owned filtration solutions provider headquartered in its new location in Munhall, Pennsylvania. Filtech is currently lead by Harry Elinsky Jr., president and CEO. Celebrating over five decades of operation, the company has become a trusted partner for a diverse range of clients, including commercial, industrial, governmental and institutional sectors across Western Pennsylvania, West Virginia and Eastern Ohio.
COMPREHENSIVE FILTRATION SOLUTIONS
Filtech Inc. specializes in offering a complete line of filtration equipment and replacement filter elements. Products include air filtration, compressed air filtration, dust, mist and fume collection, hydraulic filtration, liquid filtration, gas filtration and UV-C products. The company maintains the region’s largest and most complete inventory, ensuring timely and efficient solutions for its clients.
TESTING AND CERTIFICATION SERVICES
Beyond product supply, Filtech Inc. provides specialized testing and certification services through its Testing Division. This division offers certification and testing of HEPA filtration equipment used in critical environments such as sterile compounding cleanroom pharmacies, academic research facilities, and medical device manufacturing. This expertise ensures that clients’ filtration systems meet stringent standards for contamination control.
ONGOING COMMITMENT TO SUSTAINABILITY
Filtech Inc. is dedicated to sustainability and actively participates in initiatives that promote environmental responsibility. As a member and sponsor of the Green Building Alliance, the company collaborates with partners to support the goals of the Pittsburgh 2030 District.
One notable project involved optimizing the filter replacement cycle at a 64-story building in downtown Pittsburgh, resulting in cost savings, improved air quality, reduced energy consumption and less waste.
CUSTOMER-CENTRIC APPROACH
Filtech Inc. prides itself on its customercentric approach, offering value-added and problem-solving services such as testing and change-out services, monitoring programs, consignment and vendor stocking, inventory management, just-in-time delivery, and inhouse product customization. The company’s knowledgeable staff takes a hands-on approach to solving customer problems related to filtration, ensuring that clients receive tailored solutions that meet their specific needs.
LOOKING AHEAD
Under the leadership of third-generation Operations Manager, Maggie Elinsky, Filtech Inc. continues to build on its legacy of excellence.
With a team of approximately 55 employees, the company remains committed to providing high-quality filtration solutions and services, adapting to the evolving client needs and contributing to the markets that it serves.
Under the leadership of President and CEO Harry Elinsky and Operations Manager Maggie Elinsky, Filtech Inc. continues to build on its legacy of excellence.
With a team of approximately 55 employees, the company remains committed to providing high-quality filtration solutions and services.
JV Manufacturing Co., Inc.
1603 Burtner Road
Natrona Heights, PA 15065
Phone: 724/224-1704
Email: jvmfgco@jvmfgco.com jvmfgco.com
The Legacy of Precision: The Vecchis’ Tool & Die Journey
JV Manufacturing was founded in 1975 by John Vecchi and co-founder Sam Gruber, who shared a vision of building a precision tool and die company rooted in quality, innovation and strong family values. The company’s humble beginnings took shape in an old ice creamery in Sarver, Pennsylvania, where that vision started to come alive. Early on, JV Manufacturing formed a pivotal partnership with Bruderer, thanks to the support of Alois Rupp, which helped establish a foundation for world-class stamping capabilities. With two highly skilled and dedicated craftsmen, Ron Bowser and Leroy Rhodes, Vecchi and Gruber began a 50-year legacy that continues to thrive today.
THE POWER OF PROBLEM-SOLVING
From the very beginning, JV Manufacturing set itself apart. While others declined the difficult jobs, John Vecchi welcomed them. He and his team thrived on complexity, thriving in the space where others saw impossibility.
When an automotive supplier struggled with material waste, JV didn’t just tweak a tool, they reimagined the process. The result? A custom die that cut scrap time in half and improved overall efficiency. When an aerospace client required a component with a mirrorpolished finish, something considered nearly unattainable at the time — Vecchi’s team pioneered a high-precision method that not only delivered the finish but enhanced the part’s performance. And when a small local manufacturer needed a part that no catalog could offer, JV Manufacturing stepped in with a tailor-made solution that fit perfectly while helping the customer thrive.
These weren’t just projects, they were partnerships. Each solution reinforced the company’s reputation as a place where the toughest challenges were met with ingenuity and grit. For customers across all industries, JV became more than a supplier; they were the goto problem-solvers.
A FAMILY-DRIVEN WORKFORCE
As passionate as John Vecchi was about the work, he was just as committed to the people behind it. To him, JV Manufacturing wasn’t just a business, it was a community. Employees were never just workers, they were mentors, innovators and essential members of a family built on mutual respect and a shared purpose.
Apprentices learned not just the tools of the trade, but the values that shaped the company — passed down by master craftsmen who had built their careers there. Dedication was rewarded with opportunity, and many who began on the shop floor went on to lead major projects and departments. Through every milestone, Vecchi remained steadfast in his belief that when people feel valued, they deliver their best work.
That belief became the foundation of JV Manufacturing’s lasting culture — where loyalty was mutual, and every team member contributed to building a legacy bigger than themselves.
A NEW GENERATION, A STRONGER FUTURE
By the time John Vecchi retired, the business had already begun its next chapter. His son, Alan Vecchi, carried the torch, further expanding the company’s capabilities, while staying true to its roots. Now, under the leadership of his
than ever.
Today, the company operates at the intersection of tradition and technology, where decades of experience meet state-of-the-art tools to drive forward-thinking solutions. Under Ryan Vecchi’s guidance, JV has expanded into new markets and embraced the next generation of manufacturing innovation. State-of-the-art CNC machines and automated production systems have increased efficiency and precision. JV’s engineering division is redefining what’s possible, partnering with customers from Day One to reimagine tooling from concept to completion. Yet, despite all the growth and change, the spirit of the company remains firmly rooted in the values that John Vecchi established.
The family-driven culture continues to thrive, with third-generation employees working alongside rising talent. The wisdom of past generations continues to guide the future, mentorship remains a cornerstone, and each new hire adds their chapter to a story five decades in the making.
LOOKING AHEAD
As JV Manufacturing celebrates its 50th anniversary, it does so not only with pride in what has been achieved — but with excitement for the future. The landscape of manufacturing is changing, but JV’s commitment to excellence, innovation and community has never been stronger.
Interested in partnering with JV Manufacturing or exploring our custom tooling solutions? Visit jvmfgco.com or call 724/224-1704.
grandson, Ryan Vecchi, JV Manufacturing is more dynamic
Shown here is JV Manufacturing Co., Inc.’s team in Natrona Heights, Pennsylvania.
Celebrating 50 Years of Craftsmanship, Innovation and Family at JV Manufacturing
JV Manufacturing is owned by Ryan and Melissa Vecchi.
Red Letter Hospitality
Phone: 814/651-0350
Email: info@rl-hospitality.com
rl-hospitality.com
HRI Commercial Food Service
2630 Cherry Street Erie, PA 16508
Phone: 814/453-4747
Email: info@hriusa.com hriusa.com
Serving Up Excellence: Lewis Family Delivers on Inspired Hospitality and Commercial Kitchen Services
During the last decade, Red Letter Hospitality (RLH) has developed a reputation for bringing national-caliber cuisine, ambience and hospitality experiences to Erie County, PA — and it continues to add to its menu of services.
A family owned restaurant group, RLH is headquartered in North East, Pennsylvania, where founder Billy Lewis first acquired a taste for the industry as a child, sharing Saturday morning breakfasts with his grandparents at the Freeport. This early experience inspired Billy and his wife Beth to create venues that offer exceptional food and memorable experiences.
RESTAURANTS
COMMUNITY
The Cork 1794 debuted in North East in 2014, but quickly outgrew the space and demand, relocating to Erie’s West Erie Plaza in 2018. Today, The Cork 1794 is known for its casual, yet elevated dining atmosphere, chef-crafted menu that changes seasonally, and an extensive wine list that continues to earn Wine Spectator’s “Award of Excellence.”
The Skunk & Goat Tavern, located in downtown North East since 2018, offers a unique take on the American tavern experience, with a menu that includes classic and inspired options for breakfast, lunch, dinner and Sunday brunch. The tavern features a historic bank vault, a fully stocked bar with handcrafted cocktails, and a heated outdoor patio.
RLH’s influence extends well beyond the restaurant walls, impacting the community through cocktails that raise funds for local causes, meals that lift up local veterans and teachers, school field trips that introduce students to restaurant careers and operations, and special events such as the Erie Philharmonic Summer concerts series and Mistletoe Mile family fun run.
WHAT’S
NEXT
Coming soon to the Erie market: EOS (Entrepreneurial Operating System). The Lewis’ latest venture will share their recipe for success, lessons learned and advances made through RLH’s implementation of the EOS operating system during the last few years. Lewis recently acquired the EOS franchise.
COMMERCIAL FOOD SERVICE
Since being acquired by the Lewis Family in 2020, HRI Commercial Food Service has continued to build on its foundation as a trusted food service equipment supplier, evolving into a full-service partner for food service operations.
Originally established to serve customers in Erie, HRI has expanded its geographic footprint throughout Western New York, Ohio and Pittsburgh — with projects now extending to clients nationwide.
Over the past five years, HRI has broadened its scope of services significantly. What began as an equipment-focused business now includes comprehensive offerings such as commercial kitchen design, professional installation, preventative maintenance programs and equipment repair and service. Today, HRI supports a diverse customer base spanning restaurants, K–12 schools, higher education, health-care institutions, government agencies and entertainment venues.
HRI proudly represents over 300 food service equipment manufacturers and supplies a complete range of products, from commercial cooking and refrigeration equipment to smallwares, tabletop supplies and restaurant furnishings.
Backed by a knowledgeable team with 100-plus years of experience in the food service industry, HRI remains committed to delivering expert guidance and dependable support. Whether designing a new facility, outfitting a kitchen or servicing critical equipment, HRI’s mission is to help customers succeed by offering practical, personalized solutions.
Shown here are (from left): Anne, Bill, Beth and Cuyler Lewis. The family owns Red Letter Hospitality and HRI Commercial Food Service.
The Cork 1794 is located in Erie’s West Erie Plaza.
The Skunk & Goat is a staple in North East, PA.
ICON S OF INDUSTRY
In celebration of its 120th year, The MBA is recognizing leaders of member organizations who have contributed to the Association’s longevity, the regional business community as well as their own operations and industries. Here, MBA Icon of Industry Nick Scott Sr., president and CEO of family owned Scott Enterprises, reflects on his vision and passion for shaping the hospitality business in Northwestern PA and Western New York, and what he’s working on now.
Your career in the hospitality industry spans more than 50 years, and you’ve made a lasting impact on the tri-state region as an icon of industry. What drew you to studying hotel and restaurant management at Cornell University, and what early experiences shaped your career path? During my youth, I watched my mother and father, Pauline and Christ Scott, setting great examples of parenting that I have never forgotten. They demonstrated the value of the work ethic and perseverance in working tirelessly toward your goals. As an only child and being close to both parents, I watched and admired what they accomplished together as they grew their business efforts and built on their successes. I experienced my father’s entrepreneurial actions as he created one business after the other, a beauty salon, a restaurant, Scott’s Restaurant on Peach Street in downtown Erie, and in 1950 opened the first modern motel concept in the region, Scott’s Motel at 6th and Peninsula Drive. As a teenager, I worked part time in all of our business ventures and learned “from the ground up.”
Scott Enterprises CEO Reflects on Family Business, Passion for Hospitality Industry
My father, an immigrant from Greece, was sent by his parents to America at age 13 to find a better life. The way he succeeded was remarkable, and he became a great role model for me. I believe he was a true Icon of Industry and “Renaissance Man.”
So, when it came time for my senior year at Strong Vincent High School to choose a career path, the decision was easy. I chose to go to a business college to help my parents grow our family business, hence we chose the best, Cornell University School of Hotel Administration. I have never regretted that decision as I got a great education and met my future wife, Kim, also a student at Cornell and from Rochester, New York. The decision to study business at Cornell led to a happy marriage of 60 years, five children, 19 grandchildren, and six greatgrandchildren. I am so thankful!
Today, Scott Enterprises is a pillar of Erie’s hospitality and tourism landscape. What do you believe has been the driving force behind the family owned company’s success?
The driving force has been the strong, ambitious, hardworking personalities of each generation. In the first generation, it was my father. In the second generation, it was me. For the third generation, it is my sons, Chris and Nick Scott Jr. The fourth generation is just entering our workforce.
The Harbor Place development along Erie’s Bayfront is one of your most ambitious projects. How do you envision it continuing to transform the area?
The vision for Harbor Place is to transform it into a vibrant, mixed-use waterfront destination. The first completed phase includes the eight-story Hampton Inn & Suites, Oliver’s Rooftop Restaurant, Oliver’s outdoor Beer Garden. Future additions will include: a second 130-room upscale hotel with a second rooftop restaurant, meeting space and a rooftop sun garden with bar-top space. The
development will include: retail space, office space and an outdoor winter ice skating rink/summer games area. Harbor Place will include residential townhouses, apartments, and wellness-focused features attracting year-round and seasonal residents. Finally, two parking garages are planned to accommodate hotel guests and bayfront visitors and tourists. This eight-phase transformational project is a well-planned, forwardthinking vision of what can be Erie’s future waterfront location, where people can live, work and play. Harbor Place will elevate our city on a path to civic greatness and admiration by all future visitors. I am confident that with proper support we can make this iconic project a reality!
With the success of Splash Lagoon, Peek’n Peak Resort and your many hotels and restaurants, and now Harbor Place, you’ve significantly influenced the area’s tourism and economy. What long-term impact do you see these projects having?
I’m very proud of Splash Lagoon because it was developed before indoor water parks became so popular, and it wasn’t a franchise. We had to seek out the answers for ourselves when we developed the concept beyond what was existing at the time. In the 22 years since we opened, we’ve had four expansions and reinvestments. We entertain about 350,000 people annually from Pittsburgh, Buffalo, Cleveland, Rochester and Canada who enjoy year-round family fun. More than 6 million guests have visited since we opened in 2003. Splash Lagoon has recently been ranked the No. 2 Indoor Water Park in the country by a USA Today newspaper poll. We are proud to put Erie on this national list.
On 1,200 acres, Peek’n Peak has been a long-term investment, with many millions of dollars in improvements
since we purchased it in 2011. It’s not just a winter sport venue, but it’s also the summer activities like the Tree Top Rope’s course, zip lines and the fabulous Upper golf course that’s one of the best in the tri-state area. I think Splash Lagoon and Peek’n Peak are iconic entertainment resorts for our community and the region. They’ve become favorites where people come to the Peek for traditional holiday brunches, and outdoor and indoor entertainment year-round.
As a visionary leader, what has been your favorite project and why?
It’s hard to answer that because at the time I’m doing each project it is my favorite. We’re working on making each as good as we can and then we move to another project. We’ve had 28 locations and over 2,000 employees as a result of the development we’ve done. I would say that I keep coming back to Splash Lagoon because it’s something we created ourselves, rather than a franchise. We had to make a lot of decisions and invest a lot of money in it and it turned out to be very successful. I am also very excited about our latest project, Harbor Place on Erie’s Bayfront, because it is the largest and potentially most impactful project to the community that we have ever worked on.
What advice would you give to aspiring entrepreneurs or professionals looking to leave their mark in business today?
Work hard, stay focused, think creatively and lead with humor. Surround yourself with great people, give them the tools to succeed, and great things will follow. What legacy do you hope to leave for the future of Erie and beyond?
I think having a project that is successful and people really like it and talk to you about is a good feeling. At the Beer Garden, people often stop me in the summer and say, “This is the best idea you’ve ever had.” They say this should’ve happened a long time ago, and they feel like they are in some resort area in Florida or the islands, which makes us feel pretty good. Nick Jr. brought forward the original vision of the BG, but like we often do, we put our three heads together along with the rest of our team and created something very special for Erie! One of my favorite projects is Oliver’s Rooftop Restaurant on the top of the Hampton Inn. The view is beautiful. It opens up to the outside. It has a wonderful menu and food, great management and talented staff that share the same kind of passion we do. It also enhances the opportunity for
historical tourism to learn about the War of 1812.
As a longtime MBA member, how would you describe the value of membership to your organization?
The Association has been very active in supporting all local businesses primarily manufacturing; however, it also has been supportive of other local businesses in other categories such as hospitality growth. It is good for our business and other local businesses all over the region. For more information, see visitscott.com.
Did You Know?
As the 1980s arrived, more training services were needed in the region, and the Association answered the call. Today, The MBA offers more than 60 training programs from which employers can choose. For more information, visit mbausa.org.
For over 75 years, Scott Enterprises has fueled Erie’s growth, creating thousands of jobs, investing hundreds of millions into the local economy, supporting the arts, and giving back to countless
ETC AT PITT-TITUSVILLE UNVEILS NEWLY
RENOVATED J. CURTIS MCKINNEY II
STUDENT UNION
Nearly 200 people from the region celebrated the opening of the newly renovated student union at the Education & Training Center (ETC) at Pitt-Titusville and toured its updated facilities on April 24.
Elected officials and representatives from local businesses, the community, students, faculty and staff attended the official ribbon-cutting ceremony for the newly renovated J. Curtis McKinney II Student Union and celebrated the successful capital campaign, which made the renovation project possible.
“This is an incredible day for our students, our community and the future of education and workforce development in the region,” said Rick Esch, Pitt-Titusville’s president. “Today marks not only the opening of a renovated facility, but also the realization of a bold vision that combines education, innovation, and community to create real and lasting opportunities.”
“This is more than a building,” Esch continued. “It’s a promise. A promise that ETC is leading and shaping the future of education and workforce training in ways that are flexible and grounded in real-world need.”
The newly renovated facility includes the recently named Peter C. Rossin Manufacturing Center, a makerspace, a digital arts studio, two gallery spaces, upgraded classrooms, and collaborative areas designed to spark innovation and hands-on learning.
The renovation began in the spring of 2024 to serve as a springboard for workforce development advancements for the region.
Since the MAC’s relocation to Titusville in 2021, it had been located off-campus. The new oncampus facility is equipped with an assortment of tools and equipment to give students handson experience, including mills, lathes, band saws, a drill press, and disc and belt grinders.
The center also includes quality control and inspection tools, including a CNC coordinate measuring machine and optical comparator.
In addition to the unveiling of the new facility, the event highlighted ETC’s success in surpassing its remarkable $3 million capital campaign goal, which helped to support the renovation project.
For more information, visit etc.pitt.edu
of Pittsburgh, Stephanie Fiely, Ed.D., executive director ETC at Pitt-Titusville; Tom McKinney, advisory board committee and capital campaign co-chair; Jim Broadhurst, advisory board committee and capital campaign co-chair; Senator Michelle Brooks; and, Susie Snelick,
WABTEC EARNS VETS INDEXES
4 STAR EMPLOYER AWARD FOR 2025 Wabtec Corporation has been recognized as a 4 Star Employer in the 2025 VETS Indexes Employer Awards — one of the program’s very highest distinctions — because of the organization’s strong commitment to recruiting, hiring, retaining, developing, and supporting veterans and the militaryconnected community, VETS Indexes recently announced.
“Wabtec Corporation has demonstrated exceptional support for veterans and the military-connected community, earning the organization one of the most prestigious awards possible in the VETS Indexes Employer Awards program,” said George Altman, president of VETS Indexes.
“Even as more organizations than ever before are recognizing the uniquely valuable skills that veterans bring as employees, the efforts of Wabtec Corporation to recruit, retain, develop and support those who served, as well as their families, stand out from the pack. Wabtec Corporation is among the very best veteran employers, and its program can serve as a model for others.”
This year, a record total of 349 organizations completed and submitted surveys for the VETS Indexes Employer Awards, more than ever before! Of those participants, VETS Indexes recognized 294 organizations across the following award levels: 5 Star Employer, 4 Star Employer, 3 Star Employer, and Recognized Employer. Not every responding organization made the cut — only those that demonstrated a strong commitment to veterans, members of the National Guard and Reserves, and military spouses. Participating organizations included companies large and small, government
agencies and departments, nonprofit groups, colleges and universities.
Wabtec Corporation is a leading global provider of equipment, systems, digital solutions and value-added services for the freight and transit rail industries, as well as the mining, marine and industrial markets. Wabtec has been a leader in the rail industry for 155 years and has a vision to achieve a zero-emission rail system in the United States and worldwide.
For more information, visit wabteccorp.com
ERIE INSURANCE ESTABLISHES
$100M CHARITABLE FOUNDATION
Erie Insurance (ERIE) recently announced the creation of the Erie Insurance Foundation, a private charitable foundation that will create long-term sustainability for charitable contributions and grantmaking. To launch the initiative and seed the foundation’s endowment, Erie Indemnity Company, the management company for Erie Insurance, is donating $100 million.
Consolidating many of the company’s charitable giving funds and activities previously coordinated by the Erie Giving Network under this separate 501(c)(3) foundation will enable the foundation’s board of directors and officers to direct the entity’s investment decisions, charitable strategy and grant funding. The $100 million seed gift from Erie Indemnity will build a charitable legacy for years to come as the initial gift can be invested and grow.
Establishing the Erie Insurance Foundation is part of the company’s 100th anniversary celebration in 2025, during which ERIE and its employees are also participating in several other initiatives aimed at giving back to local communities, such as “100 Days of Service” and “100 Days of Giving.”
For more information, visit erieinsurance.com.
Shown here at the ribbon-cutting ceremony are, from left: Kevin Jenkins, president/CEO, Manchester Bidwell Corp.; Rick Esch, president ETC at Pitt-Titusville; Joe McCarthy, provost & senior vice chancellor, University
president, NPRC.
TRAINING @ THE MBA
MANUFACTURER & BUSINESS ASSOCIATION
2025 TRAINING SCHEDULE
CLASS LOCATIONS
All courses are held at the MBA Conference Center in Erie, unless otherwise noted.
Erie MBA Conference Center 2171 West 38th Street
Cranberry Twp. MBA Pittsburgh Office Regional Learning Alliance (RLA) Learning and Conference Center 850 Cranberry Woods Drive, Suite 2224
Warren Warren Forest Higher Education Council 589 Hospital Drive, Suite F
* Handicap access and parking available at all sites.
ONSITE TRAINING
CONVENIENCE: Let our expert instructors bring the training you need, when you need it, where you need it.
CUSTOMIZED PROGRAMS: From full-day to half-day programs, we will tailor any program to fit your specific needs.
FOCUSED INTERACTION: Group training discussions focus on the key topic areas specific to your company’s environment.
REGISTER TODAY!
VISIT: MBAUSA.ORG
CALL: 814/833-3200 800/815-2660
EMAIL: MLESNIEWSKI@MBAUSA.ORG
* * AM classes run 8 a.m. to Noon; PM classes run 12:30 p.m. to 4:30 p.m. unless otherwise noted.
* All full-day computer classes are 9 a.m. to 4 p.m.
* Leadership and Supervisory Skills Series begin at 9 a.m.
Cancellation/No-Show Policy: If notice is four business days or more, a full refund will be made. If notice is less than four business days, or if you do not show up for the class, no refund will be made. NOTE: You may substitute another individual from your organization at any time and at no cost.
JULY
LEADERSHIP
CERTIFIED SUPERVISORY SKILLS SERIES
Course I 7/10 and 7/17
Course II 7/8 and 7/15
Course IV 7/16 and 7/23
Course V 7/8 and 7/15
LEADERSHIP FOR TEAM LEADERS Course I 7/24
Course I (Cranberry Twp., 9 a.m. to 3:30 p.m.)
MASTER LEADERSHIP SERIES
Class 1: Leadership 7/18
HR TRAINING
HR ESSENTIALS CERTIFICATE SERIES
Course V: Retention & Benefits (9 a.m. to Noon) 7/10
September HR CoffeeTalk (LIVEOnline, 9 to 10 a.m.) 9/10
September HR Roundtable (8 to 9:30 a.m.) 9/16
MARKETING/COMMUNICATIONS
CANVA FOR MARKETING (p.m. only) 9/17
MARKETING & PLANNING (a.m. only) 9/17
PRINCIPLES OF PROJECT MANAGEMENT (a.m. only) 9/10 WOMEN IN LEADERSHIP 9/23
SAFETY/QUALITY
GEOMETRIC DIMENSIONING & TOLERANCING (GD&T) 9/3 and 9/4
ONE-DAY FOOD SAFETY CERTIFICATION 9/15
COMPUTER
EXCEL I 9/3 EXCEL I 9/23 EXCEL II 9/9
EXCEL II 9/30
EXCEL III 9/16
NEW! EXCEL MASTER LEVEL I 9/10
EXCEL: VISUAL BASICS FOR APPLICATIONS (VBA) 9/24 TEAMS 9/17
“Outstanding course and trainers who kept us engaged at all times.”
— Stefanie Ingramm, INEOS Pigments
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MBA ANNOUNCES BOARD OF GOVERNORS FOR 2025–2026
The Manufacturer & Business Association (MBA) recently announced its 2025–2026 Board of Governors.
Chairman Matt Clark is the vice president and general manager of Humes Chrysler Jeep Dodge RAM in Waterford. An Erie native and Gannon University graduate, Clark began working part time at Humes while attending college and worked his way up to a salesperson and eventually sales manager, then general manager. He became an owner and vice president in 1999. Clark is an owner and president of Humes Ford of Corry. Humes has grown into one of the largest Chrysler Jeep Dodge and Ram dealers in the entire tri-state region.
In addition to the automobile business, Clark, along with Bob and Greg Humes, formed Southland Development and developed the land and created the Southland Village subdivision, now having 103 completed homes.
Clark is very active in the community, supporting multiple charities and nonprofits, and chairing many fundraisers and capital campaigns for the Inner City Neighborhood Art House, Juvenile Diabetes Research Foundation, American Heart Association, Crime Victim Center of Erie County, Sisters of St. Joseph Neighborhood Network. Clark is very proud to be a founding benefactor and active supporter of Warriors to Washington and board member of the Oliver Hazard Perry Shipyard Foundation.
Clark is also president of the Erie County Automobile Dealer Association and past chairman of the Pennsylvania Auto Association. Clark and Humes Chrysler Jeep Dodge Ram were named the prestigious TIME Magazine Pennsylvania Dealer of the Year in 2019. Additionally, Clark was inducted into the Cathedral Prep Presidents Hall of Fame in 2019, and received a special Congressional Certificate of Recognition for Community Involvement, along with a PA House of Representatives citation for service to the community. Clark and his wife Karen have three children, Rachel, Elena and Mitchell.
Clark is joined on The MBA Board of Governors Executive Committee by Vice Chairman Jennifer Nelson, senior vice president of Supply Chain for Airborn; Treasurer Tom Tredway, president of Erie Molded Packaging; Secretary Tammy Lamary-Toman, vice president and employment attorney, MBA; Lori Joint, president and CEO, MBA; and, Immediate Past Chairman Bob Frost, vice president of Commodity Management, Wabtec Corporation.
New Board member appointed to a three-year term is:
• Andrew C. Renkey, president of Harmony Castings, which is located Harmony, Pennsylvania.
Renkey earned a Bachelor of Science in business from Grove City College in 1987. Upon graduation, Renkey was commissioned as a Second Lieutenant in the United States Marine Corps. He completed two tours of duty with honors and was promoted to the rank of Major before transitioning his career into the manufacturing industry with Ford Motor Company.
ASBURY WOODS ANNOUNCES
NEW EXECUTIVE DIRECTOR
During the next 15 years, Renkey served in various management positions of increasing responsibility in fortune 500 manufacturing industries across the United States and Canada. In 2011, Renkey shifted from working in large manufacturing organizations to operational and then general management with a smaller, privately owned manufacturing organization known as Ligon Industries.
He is currently the president of Ligon’s V-process Foundry Group, with companies located in the greater Pittsburgh, Buffalo, New York, and Youngstown, Ohio areas. He has led employee teams in both union and nonunion environments, with experience in UAW, CAW, Teamsters, IBEW, and USW represented shops.
Renkey maintains professional affiliations with the Penn State University Metal Casting Advisory Committee, Grove City College’s Mechanical Engineering External Advisory Board, the American Foundry Society, where he was a national board member (2020–2024), and the Non-Ferrous Founders’ Society, where he sat as a member of the board from 2020–2023. He continues to serve on ITAC-5, an industry trade advisory committee on critical minerals and non-ferrous metals, jointly managed by the USTR and the Department of Commerce.
Additional members of The MBA Board of Governors include Chad Betts, president and CEO of Betts Industries, Inc.; Scott Bonnell, owner of Bonnell’s Auto Sales; Gary Clark , CEO of Reed Manufacturing Co.; Jon DeArment, executive vice president of Manufacturing and Engineering at Channellock, Inc.; Jana Goodrich, CEO of Seaway Manufacturing Corp.; Chuck Jenkins, president of E.E. Austin & Son, Inc.; Jeff Plyler, CEO and president of Plyler Entry Systems, Inc.; and Tricia Staible, president and general counsel of Robinson Fans, Inc.
Asbury Woods recently named Sarah Bennett as its new executive director. Prior to her appointment, Bennett served as the director of Education & Community Programs at Asbury Woods and recently stepped into the interim executive director role following the departure of Jennifer Farrar in March.
Bennett has a B.S. and M.S. in Zoology from Michigan State University. She taught college level biology for 13 years, eventually becoming the Sustainability Officer and Biology Department Chair at Mercyhurst University. She also has experience in environmental advocacy, is currently on the Board of Directors for the Pennsylvania Association of Environmental Educators and has served on many other committees and boards in the Erie region.
“I am thrilled to lead Asbury Woods into its next chapter,” Bennett shared. “We have seen a period of incredible growth over the past several years, and I look forward to building upon that growth with increased attention to conservation efforts, exploring new directions with our environmental education offerings, and updating infrastructure.” She continued, “from the moment I started working at Asbury Woods, I felt the need to care for this beautiful property and its community. I fully appreciate the connections that people have with The Woods, and I look forward to deepening existing connections while providing opportunities for new ones.”
The mission of Asbury Woods, an independent, nonprofit organization, is to inspire a greater connection to the natural world by protecting, managing, and interpreting our property; providing outdoor recreational opportunities; and offering environmental education experiences. Asbury Woods achieves this mission through a diverse array of educational, environmental, and recreational programming for schools, community groups, families, and individuals of all ages.
In addition, Asbury Woods manages and maintains 234 acres of preserved property which includes native species, old-growth forests, landscaped gardens, wetlands, boardwalk trails and dirt trails.
Securing Legacies for Family Owned Businesses.
“Since 1987, ISM and the Rutkowski family have relied on the comprehensive legal services of MacDonald Illig Attorneys. We work with Russ Warner and the firm for a wide range of legal matters—including real estate transactions, business structuring, annual meetings, personal wills, acquisitions, client legal issues, contracts, HR matters, and general business concerns that arise.
What stands out most is the confidence we have in reaching out to the entire MIJB team, knowing someone always has the expertise to address our needs. MIJB stands out as the premier onestop shop in the legal field. Their dedication and commitment have been invaluable to the Rutkowski Family and ISM, and we are consistently pleased with the outcomes across all areas.”
- Jim Rutkowski Jr., General Manager & Treasurer at Industrial Sales & Manufacturing
Call: (814) 870-7600 or visit: macdonaldillig.com
MacDonald, Illig, Jones & Britton LLP 100 State St. Suite 700, Erie, PA 16507
Properly Limit Liability: Piercing the Corporate Veil
Kyle E. Gallo is an associate at MacDonald Illig Attorneys. He is a member of the Firm’s Trusts & Estates and Business Transactions Practice Groups.
Emilie S. Reinhardt is an associate at MacDonald Illig Attorneys. She is a member of the Firm’s Trusts & Estates and Business Transactions Practice Groups. She earned a Bachelor of Arts Degree in Legal Studies from Gannon University and her Juris Doctorate from Duquesne University.
A key reason a business entity (such as a corporation or LLC) is formed is to limit the personal liability of the entity’s owners and operators. “Piercing the corporate veil” is when the court disregards the entity shell and holds the owners/operators personally liable for the entity’s debts and obligations. In Pennsylvania, there has always been a strong presumption against piercing the corporate veil. However, there are three theories under Pennsylvania law that may be used to hold business owners and operators personally liable.
‘ALTER EGO THEORY’
The first and most common is the “alter ego theory.” The factors involved in the alter ego theory include: gross undercapitalization, substantial intermingling of corporate and owner affairs, failure to adhere to corporate formalities, and use for fraud.
Gross undercapitalization occurs when there is insufficient capital consistently and thus a deliberate failure to meet an entity’s obligations. This factor typically occurs in conjunction with the intermingling of corporate and owner affairs (i.e. the owner uses corporate accounts as his personal checking account or vice versa). If personal expenses are routinely being charged to corporate accounts, then a court is more likely to find the entity is an extension of the owner (i.e. an alter ego), which invites a finding of personal liability.
Another common factor of an alter ego argument is failure to adhere to corporate formalities. Examples include failing to: conduct shareholder and board of director meetings, open a separate corporate bank account, or perform services without appropriate corporate resolutions.
A third factor is a finding that the entity is being used to benefit the owners at the expense of others. This means that the owners are intentionally utilizing one of the other factors of the alter ego theory in order to limit the amount that the plaintiff may
recover if successful. Usually a single factor is not enough to persuade a Court to pierce the corporate veil. However, it is important that all requirements are followed in order to ensure that the liability remains with the entity and not the owners.
‘PARTICIPATION THEORY’
The second theory in which a plaintiff may pierce the corporate veil is the “participation theory.” This theory is applied to the owners or officers which engage in the activity that causes the liability. Because the owner has engaged in the activity, which may be lawful, they are still found liable if the activity results in damages. The corporate structure does not protect them from liability when it is their own personal actions that caused the damage.
‘ENTERPRISE THEORY’
The “enterprise theory” is the third and final theory in which the corporate veil can be pierced and is relatively new in its application in Pennsylvania. The enterprise theory, otherwise known as horizontal veil piercing, occurs between parent and subsidiary or brother and sister companies within a corporate structure. Utilization of the enterprise theory will be successful based on the following factors: identity of ownership, unified administrative control, similar or supplementary business functions, involuntary creditors, and insolvency of the corporation against which the claim lies. If it is found that multiple entities are under common control (same owners) and operate a single or related business enterprise, then the liability can be extended from one entity to another to allow a plaintiff access to more assets for damages if the assets of the initial entity are insufficient. This theory is not favored by Pennsylvania courts, but it has been sufficiently pled in a few cases to be a cause for concern.
When attempting to limit liability it is important to remember that it is not enough to create a separate entity, you must act as though the entities or owners are separate and distinct from each other. Failure to do so can defeat the purpose of creating an entity in the first place.
For more information, contact MacDonald Illig Attorneys at 814/870-7600 or visit macdonaldillig.com.
2025 MBA Government Affairs Survey Results Reveal Members’ Key Concerns
Health Insurance Costs, Workforce Remain Top Priority
Eileen Anderson is the director of Government Relations at The MBA. Contact her at 412/805-5707 or eileenanderson@ mbausa.org.
The MBA expresses sincere gratitude to all who completed the 2025 Government Affairs Survey. Your answers help shape the Association’s legislative priorities and advocacy for a pro-business, pro-growth climate in Pennsylvania.
The MBA hopes it helps employers understand where they reside among their peers. Please note: Percentages refer to the number of respondents for each question. Not all questions received a response; therefore, totals may not equal 100.
Who took the survey and how many fulltime employees do they have? Seven-eight percent were C Corporations or SubChapter S-Corporations, and 18 percent were partnerships or Limited Liability Corporations. Forty-four percent have one to 19 employees; 36 percent have 20 to 99, and 16 percent have over 100 employees. The respondents included 41 manufacturers, 18 in professional services, and 12 from the nonprofit sector. Others were from various types of companies.
The response to “What Keeps You Up at Night?” was consistent with past surveys. Health insurance costs were tied with workforce as the No. 1 concern. Regulations, state and federal taxes, the cost of electricity
and other forms of energy rounded out the top five concerns.
The perennial business pre-occupation with keeping health insurance costs manageable shows a split in approaches. Forty-six percent will share the cost increases with employees, and 41 percent will absorb the cost. Twenty-seven percent will move to a higher deductible plan.
Several questions were asked about workforce because there is a declining workforce-age population in the Commonwealth. Hiring plans are not as robust as previous years with 67 employers hiring just one to five entry level employees in 2025. Eleven employers may hire six to 10 workers, and seven may hire 11 or more workers. Fifty-seven employers required 10 applicants/interviews to find one worker, while 34 required anywhere from 20 to an astounding 50.
Of the “What are specific skills and/or positions you are looking for?” responses, there were three areas that rose to the top: 1) professional positions; 2) general labor, manufacturing skills, tradesmen; and 3) sales positions.
Some companies have changed attendance requirements or other aspects to meet worker retention and attraction. Fiftythree companies created a flexible work environment per employee request such as attending school events and medical appointments; 32 changed shift schedules to accommodate workers; and 25 companies implemented hybrid work arrangements. For the “What steps would you take if a $15.00/hour minimum wage is enacted?” responses, 62 percent would maintain the
status quo; 24 percent would give all other employees raises due to the ripple effect of a high starting wage; and 23 percent would automate where applicable.
Regarding taxes, the bulk of the replies supported: 1) maintaining the Small Business Tax Deduction, part of the 2017 federal tax law, 2) A reduction in PA’s 3.07 percent personal income tax rate, and 3) elimination of the PA inheritance tax.
Ways to Increase the availability and affordability of different forms of energy garnered attention. Three top recommendations were: 1) permit the construction of natural gas infrastructure to move it where needed, 2) encourage and foster the development of nuclear energy and 3) educate the public on energy policy and what is involved in building out PA’s energy infrastructure.
For the first time transportation was included as an issue to gage how much employers know about how transportation impacts their workforce.
Several conclusions were drawn. Employers are generally not aware of transportation problems. All of the respondents said a personal vehicle was the primary mode of transportation. Employers who have a difficult time finding workers may understand that transportation is a workforce issue. Many employers believe it has little impact on worker recruitment yet simultaneously they believe better public transit routes and schedules would help.
Thank you to all who replied and supplied data for The MBA. We hear you!
The is listening. first step
Meadville Land Service specializes in stream restoration, wetland construction and stormwater management. They bring balance to ecosystems, operating across several states within an eight-hour radius.
After 27 years and now with 50 employees, the company takes great pride in its close-knit work environment and relationships built on trust. According to Robin Ernst, president of MLS, “We’ve been successful because of our employees. They’re like family, and they care about our business as much as we do.”
Paul Phillis, the company’s vice president, said they wanted that same level of dedication and support from their bank, and they found that with Marquette.
“Marquette really took the time to get to know us — to understand not only how we operate but also the nature of our industry,” he said. “It meant a great deal to us that they invested so much time just listening. It was an easy decision to switch to Marquette.”
Visit MarquetteSavings.bank/Business to learn more about us, or talk with us at 814-455-4481. We’re here to listen.
Paul Phillis, vice president and Robin Ernst, president
Meadville Land Service, Inc.
Three Ways Large Businesses Can Feel Like Family Owned Ventures
Often due to their sheer size and organizational structure, large businesses often struggle to maintain the warmth and connection of small, family owned operations. Yet, fostering this atmosphere can boost employee morale, customer loyalty and overall success. Below are three actionable strategies to achieve that small-business charm.
First, prioritize personal relationships. In family run organizations, owners know their employees and customers by name. Large companies can replicate this by encouraging managers to engage directly with teams — hosting regular town halls, celebrating milestones like birthdays or simply checking in.
Second, empower decision-making at all levels. Small businesses thrive because staff often wear multiple hats, contributing ideas freely. In contrast, corporate bureaucracy can stifle creativity. To counter this, large business can pilot programs where frontline employees propose solutions — think of a retail chain letting store managers tweak inventory based
on local tastes. This builds ownership and trust, hallmarks of family operations. Finally, emphasize community roots. Family businesses often anchor their identity in local ties, sponsoring Little Leagues or sourcing nearby. Large organizations can mirror this by investing in the areas they operate — think a manufacturer funding STEM scholarships or hosting neighborhood events. These efforts show customers and staff alike that the company cares beyond profit.
By focusing on relationships, empowerment and community, large businesses can cultivate the intimacy of a family run shop. In a competitive world, that personal touch might just be the edge they need.
For more information on The MBA’s Training programs that can help improve your team’s culture, communication and customer service, visit mbausa.org.
Tracy Daggett, PHR, is the director of Training and Development at The MBA. Contact him at 814/833-3200, 800/815-2660 or tdaggett@mbausa.org.
IDENTIFYING COMMUNICATION PREFERENCES KEY TO MANAGING MULTI-GENERATIONAL WORKFORCE
Should you use email or Slack? Meet in person or over Zoom? Knock on the door or pick up the phone?
The best answers to these questions involve a variety of factors, including industry and role, workplace culture, and the shift to remote work. But another important consideration is the communication preferences of your multigenerational workforce.
For example, research shows that the older generations in the workplace prefer meetings and phone calls, while the younger generations tend to favor instant messaging. Older workers are more accustomed to formal communications, while younger employees communicate in shorter, more casual bursts.
“Managing a workforce that is becoming increasingly diverse in age is no small task for employers,” said Johnny C. Taylor, Jr., SHRMSCP, president and chief executive officer of SHRM. “Communication is one of the most difficult aspects of managing multiple generations because communication styles often represent the greatest difference among workers from different generations.”
Generational differences include the unique preferences, habits and behaviors of people who grew up in different eras. According to the Pew Research Center, there are primarily four distinct generations active in the U.S. workforce:
• Baby Boomers (born between 1946–1964).
• Generation X (1965–1980).
• Millennials (1981–1996).
Generation Z (1997–2012).
According to the U.S. Bureau of Labor Statistics, the U.S. workforce breakdown by generation is 15 percent Baby Boomers, 31 percent Gen X, 36 percent Millennials and 18 percent Gen Z.
“Understanding and accommodating communication preferences across generations can prevent miscommunication,” Taylor said. “There’s a bit of concession building that will have to happen — especially on teams that span generational talent. But doing so early and with transparency will create stronger connections.
WHY SHOULD BUSINESSES PRIORITIZE RETAINING AND RECRUITING OLDER EMPLOYEES?
Older employees bring a wealth of experience, institutional knowledge and professionalism that are hard to replace. As Baby Boomers delay retirement, their presence offers mentoring opportunities and helps maintain productivity and continuity. Failing to retain this group can result in significant turnover costs and a widening skills gap, particularly as younger employees may lack the same depth of expertise. In today’s tight labor market, age should not be a barrier to hiring the most qualified candidates.
WHAT ARE THE MOST EFFECTIVE STRATEGIES FOR SUPPORTING AN AGING WORKFORCE?
To support and retain older employees, companies should focus on flexibility, wellness, and inclusive policies. Strategies include:
• Offering flexible work arrangements like part-time roles, telecommuting and compressed workweeks
Providing comprehensive caregiver support to reduce absenteeism and stress
• Creating an age-positive culture that values contributions from all generations
Launching mentorship programs to facilitate knowledge transfer
• Educating employees on retirement planning and Medicare
These efforts not only improve retention and employee satisfaction but also help build a more resilient, multigenerational workplace.
The Aging Workforce: A Golden Opportunity for Business Success
From Baby Boomers to Gen Z, today’s work workforce is increasingly age-diverse. While much attention has been paid to Millennials’ rise in the workplace, one demographic is quietly redefining the rules: employees over 50. As Americans live longer and retire later, organizations are seeing a growing presence of seasoned professionals who bring irreplaceable knowledge and maturity to their roles.
This trend offers more than just longevity — it’s a strategic advantage. Older employees often deliver enhanced professionalism, deeper industry expertise and mentorship potential for younger colleagues. Yet, despite these benefits, only 35 percent of HR professionals have assessed the impact of retiring talent on their business, creating a looming risk of skills shortages and increased turnover costs.
Forward-thinking companies are taking steps to retain and attract older workers through targeted strategies. These include creating an age-positive workplace culture, offering flexible scheduling, and providing robust wellness and caregiving support.
Flexibility is key — 60 percent of retirees say they would return to work under more adaptable schedules, and many are willing to trade salary for work-life balance.
Additionally, offering caregiving benefits can mitigate the stress faced by employees balancing work and family obligations — an
Alyssa Finegan
increasingly common challenge across age groups. With caregiving-related absenteeism costing U.S. businesses over $25 billion annually, supporting this segment isn’t just compassionate — it’s good business.
Knowledge transfer is another critical area. By implementing mentorship programs, organizations can ensure that institutional wisdom isn’t lost with retirement. These programs benefit mentors, mentees and the company alike, boosting engagement, retention and crossgenerational collaboration.
Moreover, benefits education — especially around Medicare and retirement planning — should evolve with workforce demographics. Employers must ensure older workers understand their options without overstepping legal boundaries. Compliance with age-related laws such as the Age Discrimination in Employment Act (ADEA) and the Older Workers Benefit Protection Act (OWBPA) is essential to avoid liability and ensure fairness.
Ultimately, the aging workforce isn’t a challenge — it’s an opportunity. Businesses that adapt policies to support older workers stand to gain not only in productivity and continuity, but in fostering a culture that values experience at every stage of the employee journey.
is an HR business partner at The MBA. Contact her at 814/833-3200, 800/815-2660 or afinegan@mbausa.org.
The history of Barber National Institute and the life story of its founder are so intertwined that one must be told alongside the other.
Dr. Gertrude Barber is being considered for sainthood by the Roman Catholic Church. The Erie native helped transform the way children and adults with intellectual disabilities, autism and behavioral health challenges are treated and supported.
One of 10 children, Gertrude Agnes Barber was born Sept. 16, 1911, on Erie’s east bayfront. After graduating from Villa Maria Academy, she entered a two-year teacher certification program at Edinboro State Teachers College. Inspired by an assistant Erie school superintendent, Dr. Barber decided to commit her life to serving children with physical and intellectual disabilities. In 1933, she became a full-time special education teacher in a world that held few opportunities for persons with disabilities.
Schools could deny entry to these children, whose only options were to remain at home without a formal education or be sent to a distant institution. Having a job or being part of the community was not even considered.
An excerpt from A Legacy of Love:
Dr. Barber decided to change that. What started as a single classroom in 1952 has grown into a statewide organization serving thousands of children and adults with intellectual disabilities, autism and behavioral health challenges — and the families and professionals who support them.
Over the next five decades, she led the creation of services that brought new hope and opportunity, and equally important, changed attitudes about the inclusion of children and adults with intellectual disabilities in all areas of society.
LEGACY OF LEADERSHIP
Now, in what might be her greatest legacy, this work and commitment continues through the leadership of second and third generations –Attorney John Barber and Dr. Maureen BarberCarey, her nephew and niece, and her greatnephews, Robert Barber and Patrick Barber. While the organization has continued to grow to meet new and emerging needs, its 3,000 employees continue to draw inspiration from the dedication and vision of its founder.
In 2019, the lengthy process began that could lead to Dr. Barber being named a saint by the Roman Catholic Church. If canonized, she would become the first lay woman in the United States to become a saint, as well as the first for the Diocese and city of Erie.
This journey took an important step forward in November 2024 when the United States Catholic Conference of Bishops voted to advance her cause for sainthood. The next important steps are a review of the candidate’s writings by a group of church historians and theologians, and the recording of official testimony from witnesses who knew the candidate. After the Vatican reviews the reports and determines that the
“In the beginning, my vision for a better life for children and adults with disabilities was just a dream. A dream can either remain a dream or have substance put into it and become the cornerstone of a constructive program... The purpose of this story is to help everyone realize that dreams are not impossible to fulfill, but rather that determination, faith and the willingness to take risks will, in the end, prove that mountains can be climbed.”
– Dr. Gertrude Barber
candidate lived a virtuous life, the Pope will confer the title of “Venerable.”
Before advancing further, two miracles must be verified to have occurred because of the candidate’s intercession. Miracles usually involve medical healings and are subjected to intensive independent review to determine that they are permanent healings that have occurred without any other explanation.
With the confirmation of the first miracle a candidate is given the title of Blessed; sainthood is conferred with the verification of a second miracle.
To learn more about Dr. Barber’s life and the Cause for Canonization, visit drbarber.org.
ABOUT BARBER NATIONAL INSTITUTE
Barber National Institute provides children and adults with autism, intellectual disabilities and behavioral health challenges and their families with the education, support and resources needed to be self-reliant, independent, and valued members of their community. Its Elizabeth Lee Black School is a nationally recognized school of excellence that serves a very diverse group of learners.
Barber National Institute serves more than 5,400 individuals statewide with offices in Erie County, Pittsburgh, Somerset, Bedford, Warren and Philadelphia, PA.
For more information, visit barberinstitute.org.
From left: Attorney John Barber, Dr. Maureen Barber-Carey, Robert Barber and Patrick Barber.
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The MBA hosted its third annual Leadership Summit, focused on the future of artificial intelligence (AI) in business, on April 29 at The MBA Conference Center in Erie. The event provided business leaders with a unique perspective on how to use AI to streamline operations and drive success. To view photos or video of the event, visit mbausa.org.
THE 3RD ANNUAL LEADERSHIP SUMMIT: THE FUTURE OF AI IN BUSINESS SPONSORED BY:
Andrea Bierer, an MBA instructor and marketing director for DBC Remodeling & Construction, shared an engaging overview of AI’s impact on business and the fundamentals of AI.
Scott Frederick of premier sponsor Logistics Plus kicked off the event by introducing the first speaker of the day.
Among the presenters and panelists were (from left): Jonathan Marsh, CEO of Steel Toe Consulting, LLC; Andrea Bierer of DBC Remodeling & Construction; Nathan DiGilio, a student at Penn Student Behrend; Matt Blackburn, senior manager of Government Affairs for Aurora; Erin Kerner, founder and CEO of Eventio; Pulin Agrawal, Ph.D., an AI researcher and engineer at Penn State Behrend; Kyle Chalupczynski, professor of Management Information Systems at Penn State Behrend; and, Tom Laird, CEO of Expivia Interaction Marketing / OttoQa.
The program ended with a presentation by Christopher Mansour, founding member and chair of Computing Information Science at Mercyhurst University. Mansour discussed ethical AI, risk management and security, covering such topics as responsible AI use, cybersecurity and data privacy.
The 2025 Leadership Summit was sponsored by premier sponsor Logistics Plus, as well as Highmark Blue Cross Shield, AHN Saint Vincent, Fivestar and XYCOM.
MBA President and CEO Lori Joint welcomed guests to the third annual Leadership Summit held in the Founders Room.
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